The work

Building the communications system

The director will connect company strategy, quarterly priorities and team work in a shared narrative. The role builds a manager cascade, equipping managers with messaging, materials and context for announcements and people changes so they can become a trusted information channel. It identifies where teams are consistently last to hear news and fixes information gaps.

The director establishes a published weekly, monthly and quarterly cadence for updates, with a standard for how quickly decisions are shared. Channels must work across businesses and roles, using written, video, audio, live and mobile formats, with ways for employees to give feedback and see what changed.

Leadership and sensitive change

The role advises senior leaders, sets a leadership communications rhythm, helps executives communicate in their own voices and explain the reasoning behind decisions, and drafts CEO communications from organisational updates and talking points to presentations and video scripts. It also prepares executives for town halls and employee questions, and leads communications for major companywide People team initiatives.

For reorganisations, leadership transitions and other sensitive changes, the director plans communications and maintains playbooks, working with the CCO, HR, Legal, Finance and other leaders on confidentiality protocols that balance transparency with legal and security needs. The role calls for honest communication about hard news, including mistakes, rumours and what is not yet known.

Culture, feedback and measurement

It also covers onboarding, leadership forums, recognition and employee stories produced with in-house creative teams. Culture communications should make the company’s high-performance expectations clear, including how teams give feedback, experiment, fail fast and learn. The director tracks metrics consistently and reports them regularly to leadership; metrics, employee feedback and regular experiments will shape channels and content.

First-year priorities

The employer sets out early milestones: by day 90, develop a topline 2027 narrative arc, audit channels and business-unit needs, map information gaps, establish a manager cascade and launch a published companywide cadence calendar. By month six, the narrative should be live, baseline metrics agreed with leadership, the cadence under test and refinement, and the internal communications strategy and core programs launched. For the first year, the employer also expects increased employee engagement with company communications and understanding of company priorities, supported by clear metrics, stronger connections across teams and offices, and a measurable increase in satisfaction with information access and communication across all groups.

Requirements

• At least eight years in internal communications, executive communications, change management or a related field.
• Experience building or leading internal communications in a high-growth company, and designing new communications systems, testing and measuring them, and using the results to improve.
• Strong writing, editing and storytelling across audiences and formats, including experience producing video and audio.
• A record of advising executives and influencing senior stakeholders, with experience leading communications through growth, transformation or organisational change.
• Sound judgement and discretion with confidential information, strong project management, and comfort leading cross-functional work as an individual contributor.
• Experience communicating across generations, locations and roles, including remote, global and non-desk employees.

Preferred qualifications

• Experience in media, gaming, technology, the creator economy or consumer brands.
• Familiarity with tools such as Slack, Notion, Workvivo, SharePoint and Google Workspace.
• Comfort in visible, fast-moving environments where priorities change quickly.